In the search for ways in which the family firm context is unique to organizational science, the construct of "familiness" has been identified and defined as resources and capabilities that are unique to the family's involvement and interactions in the business. While identification and isolation of a construct unique to family firms is both groundbreaking and important for family firm research, it is also important that the development of the construct continues to be examined from complementing theoretical viewpoints. As such, we set out to review the development of the familiness construct and identify its dimensions. We also explore the nomological relationships of the construct based on a social capital theory perspective and offer a theory of familiness.

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The authors review the progress of three rapidly growing macro management literatures-in technology innovation, entrepreneurship, and strategic management-that have in common the use of a "demand-side" research perspective. Demand-side research looks downstream from the focal firm, toward product markets and consumers, to explain and predict those managerial decisions that increase value creation within a value system. Typical characteristics of demandside, macro-level management research include clearly distinguishing value creation from value capture, emphasizing product markets as key sources of value-creation strategies for firms, viewing consumer preferences as dynamic and sometimes latent, and recognizing that managers' differing decisions in response to consumer heterogeneity contribute to firm heterogeneity and, ultimately, value creation. The authors review recent demand-side findings showing that strategies based on consumer heterogeneity can result in competitive advantage even if the firm holds only obsolete or mundane resources, these advantages can be sustainable without Acknowledgments: This article was accepted under the editorship of Talya N. Bauer. Our special thanks to the demand-side research authors who allowed us to use their working papers in this review.

Drawing on the social capital literature, this study develops a new measure to assess the internal social capital using a sample of family firms and its effect on economic and noneconomic performance. We collected data from two independent samples to explore the importance of family businesses' internal social capital as assessed by a new instrumentthe internal social capital among family business (ISC-FB). Results from confirmatory factor analyses, convergent and discriminant validity assessments, and predictive and incremental validity offered support for the ISC-FB's construct validity. Finally, we cross-validated the hypothesized factor structure with a second sample of family firms. Implications and future research using this measure are proposed.

Research has explored the role of work—family conflict (WFC), including the antecedents and consequences of this construct. However, few studies have examined the specific role that work—family centrality plays in moderating the relationship between WFC and organizationally related outcomes. Using a sample of 129 employees from a manufacturing plant, we test the moderating influence of work—family centrality on the relationship between WFC and job satisfaction, organizational commitment, and retention. Results indicate that when individuals view work as being more central to their lives, the negative relationships between WFC and organizational attitudes and organizational retention is suppressed.

This study reanalyzes data from Tepper's (2000) two-wave study regarding the effects of subordinates' perceptions of supervisory abuse to assess previously unexamined relationships. As predicted, we found that subordinates who more rather than less strongly perceived that they had been abused by supervisors tended to use regulative maintenance tactics with higher frequency. Further, the positive relationship between abusive supervision and subordinates' psychological distress was exacerbated by subordinates' use of regulative maintenance communications, and that relationship was reduced by subordinates' use of direct maintenance communication. Theoretical and practical implications are discussed. In recent years, management researchers have investigated abusive supervision, subordinates' perceptions of supervisors' sustained displays of hostile verbal and nonverbal behaviors (Tepper, 2000: 178).1 Abusive supervision in the form of ridiculing, undermining, and yelling at subordi nates is a source of chronic stress that produces serious negative consequences (Tepper, 2007). Like victims of domestic abuse (Emery & Laumann Billings, 1998), victims of abusive supervision ex perience heightened psychological distress (Duffy, Ganster, & Pagon, 2002), indications of strain that involve dysfunctional thoughts and emotions (e.g., anxiety, depression, and emotional exhaustion). Investigations of how employees respond to abu sive supervision suggest that subordinates perceiv ing more rather than less of it engage in more retal iation and revenge behavior (

Research summary: This study examines the relationships of founding CEOs' intangible resources (human, social, and psychological capital)